Technology companies rarely lose a new market on product. They lose on proof and positioning.
As a GTM strategy and business advisor, I work with technology product companies across the Asia-Pacific region to promote their capabilities in the US market. I help them get market ready, then grow and sustain a presence there through true value positioning, driven by purpose.
I also advise US product companies making the crossing the other way, into Asia-Pacific.
A different theory of trust
In most Asian markets, business and assurance travel through relationships. A US institution accepts assurance only as evidence: demonstrated, documented, auditable, examinable.
That is not a compliance gap. It is a different theory of how trust is established, and it shows up in the architecture, the pitch, the contract and the support model.
Being a passionate evangelist of systems thinking, I have developed a framework that aligns to helping my clients achieve their desired goals.
It runs the other way too
A US product lands in Singapore or Mumbai with immaculate documentation and no relationship, and fails just as reliably. The asymmetry is the same problem seen from the opposite side.
Both ends of the business, on the ground
Most advisors have worked one side of this. I have worked both, and I did it onsite at the client, not from a desk offshore.
- Inside global system integrators. Delivery led growth and P&L accountability for large financial institutions, across six markets.
- With startups and SMEs. Founder led teams building a practice for the first time rather than scaling one that already works.
- Onsite, in their market. Solutioning and delivery at the client site, sitting with the people who had to live with the outcome.
- Which is where you learn the real question. Not what a buyer asks for on paper, but how differently they ask when you are in the room.
How the experience stacks
- Through 2018Global SI leadership. Opened BFS markets in Germany and Japan, built partnership channels in the US and Australia.
- 2018 onwardsIndependent consulting, strategy and execution oversight to SMEs and fintechs in banking and financial services.
- 2024 onwardsFocused on the US mid-market banking segment, leading partnerships, presales and marketing practices.
Companies making this crossing need both perspectives. The buyer assesses you as an institution while you are still operating as a young company, and closing that distance is the work.
The evidence behind the thesis
Thirty seven years opening markets and delivering into them, across banking and financial services. My focus now is the United States, but the pattern was learned in six markets across four continents, including Germany and Japan.
Delivered forCitibank|Morgan Stanley|Barclays|BNP Paribas|Fidelity Investments|Nomura|Mashreq|Orix|Marsh Financials|Compredium, Germany|Vayana Networks|US mid-tier banks
Built and scaled insideHexaware|Dimension Data|LTIMindtree|Tech Mahindra|Go-Live Faster|LaunchPad - Western Sydney University Business Incubator
How I work
Three stages. Each one qualifies the next.
GTM assessment
A diligence run before the buyer does one. Output is a go, fix first or no go call with a costed plan.
GTM strategy
Route to market and positioning built around US regulatory drivers and buying behaviour, whether direct, channel or OEM.
Execution guidance
Counsel through execution, governance cadence, and selective introductions once readiness is proven.